Sashank Bojja

Lead India & Philippines CTO Agile transformation team, managing a team of Project Managers, Scrum Masters, Transformation Leads, and Coaches, and provide guidance to migrate from Project to Product Model.

ACHIEVEMENTS, HIGHLIGHTS

• Product Transformation. Review and work with the Banking Product Platform Architecture (BPPA) team to identify and successfully migrate the organization from a Project Model to a Product Model, enhancing agility and alignment with business goals.

• Product Launch. Launched 145 L1 Product Areas across India and the Philippines, optimizing operational workflows and enhancing product delivery.

• Provide leadership and expertise on Agile implementation, innovative Engagement Model, resulting in improved product efficiency and streamlined transformation processes.

• Agile Practices and Metrics. Advised India and Philippines CTO Management on Agile trends, best practices, and metrics, contributing to strategic decision-making and innovation initiatives. Continued education on Agile Practices to India and Philippines teams, in collaboration with the Enterprise Transformation team.

• Communication. Designed communication model to share feedback on Agile Transformation with the Leadership team.

• Led and mentored project management teams, cultivating a culture of collaboration, innovation, and excellence. Through regular coaching and professional development initiatives, I empowered project managers to enhance their skills and capabilities, fostering a cohesive and high-performing team environment.

• Portfolio management strategies tailored to the unique needs and objectives of the organization. By aligning projects with strategic priorities, resource availability, and stakeholder expectations, I ensured that our project portfolio consistently contributed to the overarching goals of the business. This involved thorough analysis of project pipelines, risk assessment, and strategic prioritization to optimize resource allocation and maximize return on investment.

• Led the identification and analysis of business processes for offshoring, conducting in-depth feasibility studies to assess operational, financial, and legal viability. I worked closely with cross-functional teams to ensure compliance with regulatory standards and secured necessary approvals across multiple jurisdictions, mitigating risks.

• Oversaw the end-to-end transition process, from planning and knowledge transfer to post-transition stabilization, while facilitating go/no-go decisions based on operational readiness and risk assessments. With full process ownership, I drove performance optimization of offshore operations, delivering significant cost savings and efficiency improvements

• Robust project tracking mechanisms, including regular progress meetings, performance dashboards, and detailed reporting structures. These systems allowed for real-time visibility into project status, enabling proactive identification of potential roadblocks and the implementation of effective mitigation strategies to keep projects on track and aligned with timelines and objectives.

• Managed project budgets with diligence and precision, overseeing financial aspects such as cost estimation, budget allocation, and expenditure tracking. Through careful monitoring and analysis, I ensured that projects were delivered within budgetary constraints, while maintaining high-quality standards. This involved collaborating closely with finance teams, vendors, and stakeholders to mitigate budgetary risks and optimize resource utilization.

• Strategically assigned projects to project managers based on their expertise, skillsets, and workload capacity, as well as the strategic importance and complexity of the projects. By aligning project assignments with team strengths and organizational priorities, I fostered an environment of efficiency, productivity, and synergy, resulting in successful project execution and delivery.

Played a pivotal role in establishing and leading the APAC Project Management Team. My responsibilities included overseeing project deliveries within schedule and budget, driving strategic initiatives for setting up offices, transitioning work, establishing data centers, launching funds, managing regulatory projects, and enhancing project manager capabilities.

ACHIVEMENTS + HIGHLIGHTS

• Establishment of APAC Project Management Team. Spearheaded the setup of the APAC Project Management Team, ensuring efficient project delivery and coordination across multiple regions.
• Successful Project Deliveries, Led various projects, ensuring projects were completed within specified timelines and budget constraints, demonstrating a track record of effective project management.
• Strategic Initiatives for India Operations drove strategic projects in India, including setting up office infrastructure, managing transitions, and establishing a robust data center to support business operations.
• Identifying functions suitable for offshoring by conducting a thorough analysis of business processes, focusing on cost efficiencies, scalability, and operational alignment. This involved collaborating with leadership to prioritize functions that would benefit from transitioning to India, ensuring strategic goals were met while minimizing risks.
• Developed the Invesco Transition Framework, a structured approach that provided clear guidelines for managing offshoring initiatives. This framework outlined key phases such as feasibility assessments, legal compliance, knowledge transfer, and post-transition support. Furthermore, I created comprehensive office move guides to assist project managers, ensuring a smooth transition of resources and infrastructure during office relocations, ultimately enhancing project execution and minimizing disruption.
• Development of Project Manager Capabilities. Implemented initiatives to enhance the capabilities of project managers, including training programs, mentorship, and performance evaluation frameworks, resulting in a more skilled and efficient project management team.

My role at SmartDrive involved multifaceted responsibilities, including statutory compliance, HR management, leading the Technology and Operations team, and linking P&L management with productivity improvements while overseeing the setup of the office in India.

• Statutory Responsibility and Compliance. Ensured adherence to all statutory requirements and regulations related to operations, employment, taxation, and other legal aspects, mitigating risks, and maintaining a compliant business environment.

• HR Management. Managed HR functions such as recruitment, onboarding, training, performance management, and employee relations, fostering a positive work culture, talent development, and Employee engagement within the organization.

• Technology and Operations Team Leadership. Led the Technology and Operations teams, driving innovation, efficiency, and quality in service delivery, while ensuring alignment with business objectives and client expectations.

• P&L Management and Productivity Improvement. Owned P&L responsibility and implemented cost-effective measures while linking financial goals with productivity improvements. This involved identifying areas for operational enhancement, optimizing resource allocation, and streamlining processes, and leveraging technology to boost productivity and profitability.

• Vendor Management, Developed and executed vendor management strategies to optimize costs, enhance service quality, and ensure compliance with contractual terms, contributing to overall operational efficiency and cost control efforts.